Employee Ownership & Economic Well-Being

Transcription

1 Employee Ownership & Economic Well-Being Household Wealth, Job Stability, and Employment Quality among Employee-Owners Age 28 to 34 MAY 15, This paper, related stories, and other resources are at

2 Support This project was funded by the W.K. Kellogg Foundation, as part of a $200,000 grant covering the period from May 1, 2015, to March 31, The W.K. Kellogg Foundation (WKKF), founded in 1930 as an independent, private foundation by breakfast cereal pioneer, Will Keith Kellogg, is among the largest philanthropic foundations in the United States. Guided by the belief that all children should have an equal opportunity to thrive, WKKF works with communities to create conditions for vulnerable children so they can realize their full potential in school, work and life. The Kellogg Foundation is based in Battle Creek, Michigan, and works throughout the United States and internationally, as well as with sovereign tribes. Special emphasis is paid to priority places where there are high concentrations of poverty and where children face significant barriers to success. WKKF priority places in the U.S. are in Michigan, Mississippi, New Mexico and New Orleans; and internationally, are in Mexico and Haiti. For more information, visit Authorship The National Center for Employee Ownership (NCEO) is the owner of this book. The NCEO is a nonprofit organization established in 1981 and based in Oakland, California. Its mission is to provide practical resources and objective, reliable information about employee ownership to businesses, employees, and the public. See the inside back cover for more about the NCEO. This document may be reproduced or transmitted in whole. With the exception of excerpts for use in other documents, no portion of it may be separated from the whole and reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without prior written permission from the NCEO. If you want to incorporate it or parts thereof into a separate document, contact us for permission: Nancy Wiefek, NCEO, 1629 Telegraph Ave., Suite 200, Oakland, CA (510) , The author of the research report, pages 7-20 of this document, Nancy Wiefek, is solely responsible for the content. Any views expressed are solely those of the NCEO and should not be attributed to the Kellogg Foundation National Center for Employee Ownership

3 Employee Ownership employees owning stock in the companies where they work is a major aspect of the U.S. economy. But until now, little research has explored its impact on individual workers. This report presents some of the first in-depth analysis of the relationship between employee ownership and workers economic well-being. The findings of this research, based on analysis of survey data of younger workers from the Bureau of Labor Statistics, are remarkable. Among the sampled workers, all ages 28 to 34, workers who are employee-owners have 92% higher median household wealth 33% higher income from wages 53% longer median job tenure relative to workers who are not employee-owners. The striking relationships between employee ownership and improved economic outcomes for workers persist over time and when controlling for demographic factors. NCEO / Employee Ownership & Economic Well-Being / PAGE 1

4 Summary Observers from the political left and right agree that the U.S. economy no longer provides the upward mobility for which it was once known. Both sides also agree that the causes of these difficulties are complex and interrelated, but they disagree about policy approaches. Some focus on wealth inequality, which is large and increasing recent data shows the top 10% of families holding 76% of total wealth. 1 Others point to the role of the government in regulation and corporate taxes, while still others focus on deep economic trends, such as globalization, the disconnection between productivity and wage growth, and shifts in production and information technology. One policy solution that appeals to the core values of liberals, moderates, and conservatives is encouraging employee ownership. 2 Employee ownership is a marketfriendly, anti-inequality policy that improves outcomes for companies and provides workers with higher wages, more generous benefits, and greater job stability. Though often overlooked, employee ownership is a highly scalable tool that has immense untapped potential. NCEO / Employee Ownership & Economic Well-Being / PAGE 2

5 The primary form of employee ownership in the United States is the employee stock ownership plan, or ESOP. Congress designed ESOPs in the 1970s to encourage owners of private companies to transfer ownership to employees at no cost to the employees themselves; instead, the owners are paid the full value of their shares by the ESOP, which borrows the money if necessary and repays the loan from company earnings. Today, at 6,500 American companies, 10.5 million workers partially or wholly own their employers through this mechanism. Quantitative and qualitative research at the company level has shown that ESOP companies tend to grow faster and provide greater job stability than similar non-esop companies, 3 making ESOPs an effective tool to create and save jobs in vulnerable communities. Because workers at ESOP companies share in the success of their companies, ESOPs should directly address the crises of mobility, wealth inequality, and stagnating wages. Until now, however, there was little data that allowed for directly testing this hypothesis. This report describes the first quantitative and robust evidence of the association between employee ownership and positive outcomes at the level of individual workers. The underlying data source is large and credible. It is designed with a sample that allows for examining young workers, along with smaller groups such as workers of color, families with young children, and people with low income. NCEO / Employee Ownership & Economic Well-Being / PAGE 3

6 The results, covered in more depth in the research report starting on page 7, span a range of measures and demographic groups: Median household net wealth among respondents is 92% higher for employeeowners than for non-employee-owners. This disparity holds true for the great majority of subgroups analyzed, including single women, parents raising young children, non-college graduates, and workers of color. Employee-owners in this dataset have 33% higher median income from wages overall. This holds true at all wage levels, ranging from a difference of $3,160 in annual wages for the lowest-paid employee-owners to an extra $5,000 for higherwage workers. Employee-owners are much more likely to have access to an array of benefits at work, including flexible work schedules, retirement plans, parental leave, and tuition reimbursement. For example, 23% of employee-owners have access to childcare benefits, compared to 5% of non-employee-owners. Employee-owners in this dataset have substantially more job stability than nonemployee-owners: their median tenure with their current employer is 5.2 years, compared to 3.4 years for the non-employee-owners. In 2013, the median employee-owner had household income equal to 378% of the poverty line, compared with 293% of the poverty line for non-employee-owners. Most of this difference emerged over a period of years the two groups had nearly the same median income-to-poverty ratios in For families with children ages 0 to 8 in their household, the employee-ownership advantage translates into median household net worth nearly twice that of those without employee ownership, nearly one full year of increased job stability, and $10,000 more in annual wages. Employee-owners of color in this data have 30% higher income from wages, 79% greater net household wealth, and median tenure in their current job 36% over nonemployee-owners of color. NCEO / Employee Ownership & Economic Well-Being / PAGE 4

7 These relationships persist across demographic groups and over time, and in statistical models that control for other demographic factors. Over-time analysis demonstrates that the two groups start out at the same modest level of wealth. Multivariate regression analysis shows that employee ownership is significantly related to higher wages after controlling for other strong predictors, including education, race, gender, and marital status. Employee ownership is strongly predictive of longer job tenure controlling for these factors and wages. Longer job tenure is in turn strongly predictive of household wealth. 4 The research report, which follows, describes the data source, methods, and results in detail, showing specific results for many different groups of young workers in tables, figures, and text. NCEO / Employee Ownership & Economic Well-Being / PAGE 5

8 REFERENCES 1 See, for example, Trends in Family Wealth, 1989 to 2013 (Congressional Budget Office, August 2016), 2 A 2016 paper by Jared Bernstein, former chief economist for former Vice President Joseph Biden, finds strong reason to believe that more ESOPs could translate into less inequality both in wealth and wages. See Jared Bernstein, Employee Ownership, ESOPs, Wealth, and Wages January 2016 ( wp-content/uploads/2016/01/esop-study-final.pdf). From the other side of the spectrum, Alex Brill, a research fellow at the American Enterprise Institute, concludes that increased rates of owners selling to ESOPs would benefit the economy. See Alex Brill, Employee Stock Ownership Plans as an Exit Strategy for Private Business Owners, March 2017 ( ExitStrategy_Final.pdf). 3 For policy-oriented research, see Economic Growth Through Employee Ownership, the National Center for Employee Ownership and Employee-Owned S Corporations of America, September 1, 2016 ( For recent academic work, see Kurtulus, Fidan Ana and Douglas L. Kruse, 2017, How Did Employee Ownership Firms Weather the Last Two Recessions?: Employee Ownership, Employment Stability, and Firm Survival in the United States: , Kalamazoo, MI: W.E. Upjohn Institute for Employment Research. For an overview, see NCEO, Research on Employee Ownership, Corporate Performance, and Employee Compensation, research-employee-ownership-corporate-performance. 4 Regression analysis SPSS output is in the appendix. Details on the analysis will be in a forthcoming publication and are available from the NCEO. NCEO / Employee Ownership & Economic Well-Being / PAGE 6

11 Data and Methods The National Longitudinal Surveys (NLS), sponsored by the U.S. Bureau of Labor Statistics, are nationally representative surveys that follow the same sample of individuals from specific birth cohorts over time. The content of the survey covers nearly every aspect of the labor market experience of workers, including wages, income, wealth, and benefits. The data are described in more detail in the appendix. 1 This report uses data from a sample of 5,504 women and men, including an oversample of African Americans and Latinos, first interviewed in All the respondents were ages 28 to 34 when interviewed most recently in See Table 15 in the appendix for details about the characteristics of the sample. The analysis examines the characteristics of workers with employee ownership at their workplace (employeeowners) compared to workers without such benefits (non-employee-owners). Most of the analysis focuses on currently employed people. The main method is to compare outcomes across comparable groups. For example, Table 6 shows that the median household net wealth of single women who are employee-owners is $9,089, while the median household net wealth of single women who are not employee-owners is $6,000. Definition of Employee-Owners In this report, employee-owners are defined by their response to one question in a battery of items about the benefits made available by their employers. Employee-owners are those who said that Employee Stock Ownership Plan(s) is a benefit available to them. Non-employee-owners did not select that benefit as available to them. The full question is included in Table 16 in the appendix. Because this is self-reported data, it is possible that some non-esop participants misinterpreted the question. 2 The number of non-esop participants identified in this study as employee-owners is likely to be small, both because the question wording asks specifically about employee stock ownership plans and because the other types of plans are not retirement plans, and the question is part of a question battery that includes retirement benefits as a separate category. In sum, the definition of employee-owner is unlikely to be perfect, but it is also unlikely to be vulnerable to substantial error. Limitations of the Data The data provide detailed insight into the association of employee ownership with measures of quality of life, but the data do have some limitations of which readers should be aware. First, as with any data collected outside of a controlled experiment, these results are not proof of a causal relationship. These two groups were not randomly assigned. Still, we employ many methods for testing whether associations are robust and not simply coincidental. This includes the very powerful panel nature of the survey, which allows for tracking the same respondent from year to year. Second, the data at this point do not represent the entire work force. Instead they focus on young people. Since ESOPs are retirement plans, their impact is expected to be largest among those approaching retirement. This analysis may underestimate the impact of employee ownership on the entire age-range of the work force. Third, as with any survey data, the data is self-reported. Although there is no reason to expect that people would misrepresent their status as an employee-owner, it is possible. It is also possible that they misrepresent their actual conditions on questions about income, wealth, benefits, and other issues. An alternate hypothesis that would also explain the apparent employee-ownership advantage is that employee-ownership does not actually create the beneficial outcomes, but instead, employee-owned companies have an advantage in hiring people who are more likely to succeed for unrelated reasons, such as the region of the country or the individual s education, 1 Thank you to Charles R. Pierret, Senior Research Economist at the Bureau of Labor Statistics, and Rosella Gardecki at the Center for Human Resource Research at the Ohio State University for their help and guidance with these data. 2 Some of these respondents may actually participate in a plan that is not an ESOP, such as a similar sounding employee stock purchase plan (ESPP) or some kind of equity grant, such as a stock option grant or a grant of restricted stock. It is reasonable to categorize these respondents as employee-owners because these plans are likely to be broad-based rather than just available to a company managers or executives. It is also possible that some respondents actually participate in a 401(k) plan, since 401(k) plans may allow for purchasing employer stock. NCEO / Employee Ownership & Economic Well-Being / PAGE 9

12 parental status, or marital status. The two tables at right indicate this is unlikely to be the case, because employeeowners and non-employee-owners are very similar on the characteristics the NLS measures. TABLE 1 DEMOGRAPHIC PROFILE Those with employee ownership are nearly identical in broad regional terms compared to the group without such benefit. The factor in these two tables most likely to explain some of the difference in outcome is that employeeowners are more likely to live in urban settings, possibly giving them an employability advantage. There are substantial differences in the rate of employee ownership from industry to industry as shown in Table 3. This sample of workers ages 28 to 34 tends to work in education, health, and social services (predominantly within elementary and secondary schools). This is not the case for the employee ownership group of workers, who are more likely to be working in retail trade. This difference in distribution across industries does not entirely explain the employee ownership advantage, however. Tables 5 and 7 include a breakdown of income and household wealth by industry, showing that the employee-owners fare better economically in nearly all industries. % college graduate 33% 31% % parent(s) college graduate 32% 31% % married 46% 42% % with any biological children 58% 61% % with 0-8 child in household 56% 49% Median household size 3 3 Median age TABLE 2 REGION Northeast 14% 16% North Central 22% 21% South 41% 40% West 23% 22% Rural 13% 16% Urban 87% 83% TABLE 3 INDUSTRY OF EMPLOYERS ALL Educational, health, and social services 24% 9% 27% Professional and related services 11% 10% 11% Retail trade 10% 18% 8% Entertainment, accommodations, and food services 9% 5% 10% Manufacturing 7% 12% 6% Finance insurance and real estate 6% 13% 5% Construction 5% 2% 6% Public administration 5% 2% 5% Transportation and warehousing 4% 6% 3% Other services, e.g., car repair and nail salons 4% 1% 4% Wholesale trade 2% 3% 2% Information and communication 2% 5% 2% Agriculture forestry and fisheries 1% 0% 1% Mining 1% 1% 1% Utilities 1% 2% 1% Missing/uncodable 9% 13% 9% NCEO / Employee Ownership & Economic Well-Being / PAGE 10

15 Benefits Looking beyond cash compensation, employee ownership is associated with a much greater incidence of benefits at work, from flexible work schedules to medical, dental, and life insurance. TABLE 8 BENEFITS AT WORK A flexible work schedule 52% 34% Medical, surgical or hospitalization insurance which covers injuries or major illnesses off the job 97% 67% Life insurance that would cover your death for reasons not connected with your job 86% 50% Dental benefits 94% 60% Paid maternity or paternity leave 65% 31% Unpaid maternity or paternity leave which would allow you to return to the same job, or one similar to it 56% 30% A retirement plan other than Social Security 89% 53% Tuition reimbursement for certain types of schooling 62% 24% Company provided or subsidized childcare 23% 5% Employee Stock Ownership Plan(s) 4 100% 0% n 975 3,931 4 For those respondents with ESOPs available at their employers, enrollment is automatic. Importantly, looking at the comparison among just those workers with lower-wage jobs shows this pattern is not entirely a function of higher wages at companies offering employee ownership. The table below highlights that low-wage workers and families with young children with employee ownership are much more likely to receive tuition reimbursement that could provide them with vital, long-lasting job skills. TABLE 9 BENEFITS BY WAGES AND CHILDREN IN HOUSEHOLD BELOW $30K FROM WAGES AT LEAST ONE CHILD 0-8 IN HOUSEHOLD A flexible work schedule 46% 32% 50% 33% Medical, surgical, or hospitalization insurance which covers injuries or major illnesses off the job Life insurance that would cover your death for reasons not connected with your job 96% 53% 97% 68% 80% 34% 86% 52% Dental benefits 91% 45% 94% 60% Paid maternity or paternity leave 58% 21% 64% 33% Unpaid maternity or paternity leave which would allow you to return to the same job, or one similar to it 50% 21% 60% 34% A retirement plan other than Social Security 83% 34% 90% 53% Tuition reimbursement for certain types of schooling 50% 14% 62% 26% Company provided or subsidized childcare 19% 4% 22% 6% Employee Stock Ownership Plan(s) 100% 0% 100% 0% n 268 1, ,961 NCEO / Employee Ownership & Economic Well-Being / PAGE 13

16 Job Tenure One key link between employee ownership and economic security is job stability. Before this study, there had been scant evidence at the individual level to demonstrate findings from other research at the company level: employee-owned companies (predominantly ESOPs) are less likely to lay off workers and are more successful more broadly. The data below reporting on how long respondents have been working at their current jobs provide strong support for the role of job stability. Further, in a model controlling for wages, longer job tenure is still associated with higher household wealth (see appendix for analysis). The difference between a median job tenure of 5.2 years for employee ownership workers and 3.4 years for those in the comparison group is remarkable. This is particularly notable since these are all workers ages 28 to 34. This financial foothold at the start of their careers has the potential for long-lasting impacts throughout their lives. TABLE 10 JOB TENURE IN YEARS BY PERCENTILES Average th percentile th percentile Median th percentile th percentile n 777 3,526 FIGURE 3 JOB TENURE AT CURRENT JOB IN YEARS PERCENTAGE OF RESPONDENTS 20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Median: 3.4 years Median: 5.2 years TENURE AT CURRENT JOB (YEARS) Employee-owners (n=777) Non-employee-owners (n=3,526) NCEO / Employee Ownership & Economic Well-Being / PAGE 14

17 Across the board, workers with employee ownership have steadier employment compared to similar workers without such benefit, including the most vulnerable groups of workers. In a regression analysis controlling for wages, employee ownership remains associated with longer job tenure (see appendix for model). TABLE 11 JOB TENURE AT CURRENT JOB IN YEARS BY DEMOGRAPHIC CHARACTERISTICS AVERAGE MEDIAN AVERAGE MEDIAN Overall Single women Single women of color Workers of color Young child (0-8) in household Families of color with young child All parents All single parents Single mothers Single mothers of color Non-college graduates Under 50k income from wages Under 30k income from wages Under 25k income from wages Note: All respondents are ages 28 to 34. NCEO / Employee Ownership & Economic Well-Being / PAGE 15

18 Poverty The Census Bureau expresses depth of poverty in an income-to-poverty ratio, which measures how close a family s or individual s income is to their poverty threshold. The ratio compares household income to the federal poverty level, accounting for household size. Table 12 presents these ratios broken out by demographic categories and comparing employee ownership workers to those without. For example, single mothers who are employee-owners have a median ratio of 2.40 times their poverty threshold in This represents a sizable improvement compared to their circumstances when the survey started in 1997: they were just 1.71 times the threshold at that time. Single mothers in the non-employee-ownership comparison group slid slightly downward during that same time period. TABLE 12 MEDIAN HOUSEHOLD POVERTY RATIOS OVER TIME Overall Single women Single women of color Workers of color Young child (0-8) in household Families of color with young child All parents All single parents Single mothers (any biological children) Single mothers of color Non-college graduates Under 50k income from wages Under 30k income from wages Under 25k income from wages NCEO / Employee Ownership & Economic Well-Being / PAGE 16

19 Families with Young Children In Table 13, the characteristics of families in the sample that have children up to 8 years old are fairly similar, although the non-employee-owners are more likely to be female and slightly more likely to be unmarried. Table 14 presents a summary of the positive impacts associated with employee ownership as measured in this survey on families with young children. TABLE 13 TABLE 14 DEMOGRAPHIC PROFILE OF HOUSEHOLDS WITH AT LEAST ONE CHILD 0-8 YEARS OLD SUMMARY OF FINDINGS FOR HOUSEHOLDS WITH CHILDREN % female 47% 59% % single 37% 42% % of color 49% 51% % college graduate 30% 26% % parent(s) college graduate 29% 26% Median household size 4 4 Median age % with at least one child 0-8 in household 100% 100% n 471 2,222 Median gross family income $75,240 $60,000 Median income from wages $40,000 $30,000 Median poverty ratio in Median household net worth $33,450 $17,500 % with childcare benefits 22% 6% Median job tenure in years n 471 2,222 Conclusion The National Longitudinal Surveys (NLS) provide a rich and diverse source of panel data to follow young workers through their life changes and labor market experiences. These data have limitations, outlined above, and there is work to be done to refine and expand upon the research. Still, the findings make a strong case for a positive link between employee ownership and workers financial well-being. The number of ESOPs in the U.S. has not nearly reached its upward bound. Their potential as a vehicle for positive change for workers, including vulnerable groups of workers, deserves a place in the economic policy discussion. NCEO / Employee Ownership & Economic Well-Being / PAGE 17

20 Appendix The National Longitudinal Surveys (NLS), sponsored by the U.S. Bureau of Labor Statistics, consists of a number of cohorts. The NLSY97 cohort is comprised of 8,984 individuals who were ages 13 to 17 when they were initially interviewed in round 1 (1997). They were re-interviewed annually, with the latest interview in Almost 80 percent (7,141) of the round 1 sample were interviewed in round 16. It is composed of two subsamples: A cross-sectional sample of 6,748 respondents designed to be representative of people living in the United States during the initial survey round and born between January 1, 1980, and December 31, A supplemental sample of 2,236 respondents designed to oversample Hispanic or Latino and African American people living in the United States during the initial survey round and born during the same period as the crosssectional sample. Oversampling involves selecting more people from a subgroup than would be done if everyone in the sample had an equal chance of being selected. Both the cross-sectional and supplemental samples were selected by standard area probability sampling methods. Government agencies and academic institutions regularly use the NLS data and findings of these longitudinal surveys in their recommendations to and testimony before Congress. Most recently, researchers from the Urban Institute and Brookings Institutions used the NLS to study how policy interventions affect inequality across the life course of children born into poverty. 5 A 2016 Center for American Progress report used the NLS to track the child care cost burden for low-wage families and its impact on their wages over time. 6 The NLS is an ideal and underused data source because of its design and content. It is a large sample of men and women. Its oversample of people of color makes it a unique source for examining a population that is rarely large enough to study in most nationally representative samples. Because longitudinal surveys, such as the NLSY, track the same individuals over time, the NLSY gives a more in-depth and complete picture of the labor market and provides unique, important insight into the experiences of adolescents as they enter the job market for the first time and follow them as they enter or leave a job with employee ownership. Characteristics of the Respondents The table below describes the characteristics of the respondents analyzed with these data. The table demonstrates the ability of these data to allow for breaking out groups in a way that is rarely possible with nationally representative samples. TABLE 15 NUMBER OF RESPONDENTS Total 975 4,529 Men 544 2,229 Women 431 2,300 African Americans 255 1,190 Latinos All workers of color 476 2,195 Women of color 222 1,151 FAMILY STATUS Children 0-8 in household 471 2,222 All parents 565 2,745 Single parents 234 1,323 Single mothers Single women 242 1,302 Single women of color Single mothers of color EDUCATION Non-college graduates 647 3,106 Non-college men 380 1,659 Non-college women 267 1,447 INCOME Below 50k income from wages 553 2,925 Below 30k income from wages 268 1,742 Below 25k income from wages 173 1,330 5 Acs, Gregory P., Steven Martin, Jonathan A. Schwabish and Isabel V. Sawhill. The Social Genome Model: Estimating How Policies Affect Outcomes, Mobility and Inequality across the Life Course. Journal of Social Issues 72,4 (December 2016): Madowitz, Peter, Alex Rowell and Katie Hamm. Calculating the Hidden Cost of Interrupting a Career for Child Care. Report, Center for American Progress, June 21, NCEO / Employee Ownership & Economic Well-Being / PAGE 18

21 TABLE 16 SURVEY WORDING I m going to refer to a list of benefits which employers sometimes make available to their employees. [At this time/at the time you left], which of the benefits on this list would it [be/have been] possible for you to receive as part of your [{job_ assignment}] [as/with] [employer name]([(loop)])? (SELECT ALL THAT APPLY.) UNIVERSE: R >= 14 has valid employer; not military; employer stopdate >= 16; job last 13+ weeks; job last 2+ weeks since DLI; not self-employed RESPONSE CHOICES: A flexible work schedule Medical, surgical or hospitalization insurance which covers injuries or major illnesses off the job Life insurance that would cover your death for reasons not connected with your job Dental benefits Paid maternity or paternity leave Unpaid maternity or paternity leave which would allow you to return to the same job, or one similar to it A retirement plan other than Social Security Tuition reimbursement for certain types of schooling Company provided or subsidized childcare Employee Stock Ownership Plan(s) There are many factors at play simultaneously shaping the financial well-being of workers. The next several tables lay out statistical models designed to check the robustness of the strong findings presented above. There will be more of this analysis to follow in parsing out these complex relationships with this and future cohorts. Table 17 shows the results of an OLS regression model predicting income from wages measured as a continuous variable (mean=$38,579). This model holds constant factors commonly associated with wages with a series of dummy variables. As expected, all of the demographic variables are strongly associated with wages, particularly education. Still, the dummy variable coded 1 if the respondent has an ESOP at work remains positively associated with wages controlling for these other factors. TABLE 17 REGRESSION MODEL PREDICTING INCOME FROM WAGES UNSTANDARDIZED COEFFICIENTS STANDARDIZED COEFFICIENTS B STD. ERROR BETA T-VALUE P-VALUE (Constant) $18,570 $ Sex (male=1, female=0) $11,400 $ Race (white=1, of color=0) $3,860 $ Marital status (married=1, unmarried=0) $8,419 $ Education (college graduate=1, non-college=0) $19,426 $ Employee-owner (has ESOP =1, does not=0) $9,634 $1, Adj. R 2 =.185 n = 4,659 NCEO / Employee Ownership & Economic Well-Being / PAGE 19

23 About the NCEO The NCEO is a nonprofit membership and research organization, established in 1981, whose mission is to provide practical resources and objective, reliable information about employee ownership to businesses, employees, and the public. Today, we have over 3,000 members, ranging from employee ownership companies to consultants to academics. We are the main publisher in the field, with over 50 titles ranging from issue briefs to lengthy books. We conduct weekly webinars and hold in-person meetings around the U.S., plus a large annual conference. We provide training, speaking, and introductory consulting, conduct surveys and other research, and have extensive contacts with the press, where we are regularly quoted. We are primarily supported through membership fees and our activities. We maintain extensive public information on our main website, and a companion website with more generally accessible information, such as infographics, interactive maps, and videos, at This document is available at which also has stories of some individuals behind these statistics. As further phases of this project produce results, we will make them available on that site as well.

24 National Center for Employee Ownership 1629 Telegraph Ave., Suite 200 Oakland, CA (510) This paper, related stories, and other resources are at

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